- Joined
- 25 December 2018
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Just had a look at ILU which is not on my radar and Top is indicated for the 21st August so will look to short it at 9.97 if price pulls back to that point .
I personally wouldn't be shorting this chart, Unless i have missed something you could point out ?ILU : View attachment 108104 21st August Top in place .
"That equates to a $2.70 a share uplift to the Iluka share price and the broker has upgraded its 2025 earnings per share (EPS) forecast on the stock by 45%. This in turn prompted Goldman to up its price target on the Iluka share price by 22% to $7.20 a share". Goldman also "believes Iluka’s zircon and TiO2 sales will bounce by 20% this year with improving global demand for ceramics and pigment, with a belief that there will be a supply deficit of zircon this year due to falling global supply."“Notwithstanding the permitting and technical challenges, our analysis shows that if ILU were to expand into downstream refining of monazite into a rare earth oxides, this could increase the value of the Eneabba & Wimmera projects to c. A$1.2bn,” said Goldman Sachs.
Finally the government has put money into something that might be useful.The federal government will kick in almost 90 per cent of the direct costs of building Iluka Resources’ $1.2bn rare earths refinery through a low-cost loan, as the mineral sands major confirms its full-blown move into the rare earth market.
Iluka said on Monday its board ticked off on the construction of a $1.2bn refinery in WA, with the federal government to chip in a $1.05bn low-cost loan to help build the plant, which will produce about 17,500 tonnes of rare earth oxides each year.
The project will be Australia’s first domestic rare earth refinery, and Iluka said construction will begin late this year, with first production due in 2025.
The decision is the culmination of Iluka’s long term diversification strategy. Iluka began exporting a rare earth concentrate drawn from tailings at its old Eneabba mineral sands operations in WA in 2020, before expanding those operations to produce a higher grade concentrate in the second phase of the strategy.
The company said the loan from the federal government’s $2bn Critical Minerals Facility would be non-recourse to its own balance sheet, with Iluka planning to set up a separate special purpose subsidiary to build and manage the refinery.
Finally the government has put money into something that might be useful.
The move ended up stalling right at $12.50, but since the stock is trading at all-time-highs it isn’t profit-taking at a nice round number.ILU has seen on a bit of an uptick since Dec 2021
The next 3 Trading Days should give a clearer signal on ILU’s next move.25/11/21 8.00am
ILU Financials only rate as GOOD from a scale of VG, Good, Av, Bad, VB.
IV is closer to $6.50 so with SP @ $8.55 it is considered EXPENSIVE atm.
TA suggests it is just above a Support Line of $8.50, LR (pages 139 to 142) is still in a Downtrend, However CCI (pages 108 & 109), and MFI (p 95) both suggest a ST Uptrend.
View attachment 133360
These are my personal observations, they may be of interest to some punters.
NOTE:- I DO NOT hold ILU atm.
Remember to DYOR.
Cheers.
DrB
I note that Profit Takers seem to hit ILU after almost every 2nd or 3rd Green Candles (Long and Short), SO, $13.00 looks like where they might hit again.Hit another 52 week high this morning.
Onwards and upwards, or as we say in Toy Story Land, to Infinity and beyond.
Mick
Analyst from Livewiremarkets provides an interesting case for demergers in general, and for ILU in particular.Iluka Resources (ILU) announced its intention to “demerge Sierra Rutile” as an “ASX listed, West African focused mineral sands company”. ILU says that the demerger, which is expected to be completed in 2022, will “allow ILU to focus its capital allocation priorities & management attention on its core Australian assets & development opportunities”. ILU shares added 0.9%.
DYOR
i hold ILU
time will tell if the demerged company offers any value ( to me ) , NORMALLY i tend to avoid African-based businesses ( ZIM is the major exception )
The article goes on longer, and IMHO is worth a good read, looking athe case of GNC and IPL.Every CEO/board has a favourite division. Capital is a scarce asset and, when push comes to shove, that capital will tend to gravitate to the favourite child. When there are extra corporate costs, they will tend to be shoved more to the less loved children, which has the impact of understating the earnings of the 'ugly duckling'.
The CEO and chairman are then often forced to make a choice about which division is their favourite child as they must make the decision about where they are going to remain.
In the slew of recent ASX demergers including:
The CEO and chairman both decided to go with Woolworths, United Malt and Iluka respectively.
- Woolworths (ASX:WOW)/Endeavour (ASX:EDV),
- Graincorp (ASX:GNC)/United Malt (ASX:UMG), and
- Iluka (ASX:ILU)/Deterra (ASXRR),
In the Tabcorp (ASX:TAH)/The Lottery Company (ASX:TLC) demerger, the chairman went with The Lottery Company despite having a self-professed great relationship with the racing industry.
What happens next?
The 'ugly duckling' company will typically get a new CEO, a new board and generally a new culture. We articulated in our first demerger note that some of the outperformance can be explained by the extra attention a demerged entity gets. However, we think it runs deeper.
The new team running the demerged business are unshackled from corporate overheads and frustrating constraints. This can give way to a new culture which is hungrier, leaner and more agile. This demerged business can make the right investments and seize on market opportunities without having to prepare a pitch book for head office.
The role of lifecycle in company demergers
Some companies are great companies with great culture forever and some companies are badly run companies and have poor cultures forever. Most companies are somewhere in the middle. They go through periods of good decision making and periods of poor decision making.
Generally speaking, poor decision making usually occurs at points in time when things are going well. Either the cycle is in the company’s favour, or the management team are basking in the glory of previously astute decision making.
we have observed most companies drift between arrogance and humility.
The point here is that the worst decisions are generally made when times are good. We believe the opposite is also true. When people/companies have their backs against the wall, the survival instinct hones one’s decision-making ability, and people tend to make their best decisions. But, as we've mentioned,
Iluka has a market cap of $5.3 billion. It has a mineral sands business which will generate earnings of $700 million and we think is worth around $3.5 billion and it also owns a $500 million stake in Deterra. Therefore, one can imply a value of around $1.3 billion for its rare earths deposit and refinery.
By our calculations, the volume and earnings from Iluka’s rare earths business in a few years’ time will generate earnings, revenue, and volume from its rare earths business just over 50% of Lynas. (Lynas has a market cap of $9 billion.)
By these measures, the market should be valuing Iluka’s rare earths business of at least $4.5 billion as a stand-alone business rather than the $1.3 billion attributed to it by the share price.
We suspect one reason for this is the conglomerate discount.
We also believe that this conglomerate discount is applicable even when there is no “hot theme” involved, given how market participants like to think about their investment portfolio.
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